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CEO overconfidence and CSR decoupling

机译:CEO过度自信与企业社会责任脱钩

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Research question/issueThis study examines whether there is decoupling between how firms communicate about corporate social responsibility (CSR) and what firms do in terms of CSR. We argue that this CSR decoupling is driven by the CEOs' cognitive biases. Specifically, we propose that overconfident CEOs increase CSR decoupling.Research findings/insightsWe tested our arguments in a sample of S&P 500 firms for the period of 20062014. We find that CEO overconfidence is positively related to the decoupling between the optimistic tone of CSR reporting and the firm's actual corporate social performance. However, the board of directors mitigates the effect of CEO overconfidence on CSR decoupling when outside directors have CSR expertise and ownership incentives.Theoretical/academic implicationsPrevious studies have suggested that CSR decoupling is a function of opportunistic management that can be constrained by external monitoring. We examine CSR decoupling as a function of cognitive biases (such as overconfidence) that can be constrained by internal monitoring.Practitioner/policy implicationsThis study provides insights into the conditions when CSR information released by the firm is symbolic. Practitioners may prevent such symbolic CSR reporting by imposing effective oversight by the board of directors.
机译:研究问题/问题这项研究研究了企业如何就企业社会责任进行沟通与企业在企业社会责任方面的行为之间是否存在脱钩。我们认为,这种企业社会责任脱钩是由首席执行官的认知偏见驱动的。具体而言,我们建议过度自信的CEO增加企业社会责任的去耦。研究结果/见解我们在20062014年的标准普尔500强公司样本中检验了我们的论点。公司的实际企业社会绩效。然而,当外部董事具有CSR专业知识和所有权激励机制时,董事会可以减轻CEO过度自信对CSR脱钩的影响。我们将CSR解耦作为认知偏见(例如过度自信)的函数,该偏见可能会受到内部监控的约束。从业者/政策含义本研究提供了对企业发布CSR信息具有象征意义的情况的见解。从业人员可以通过董事会的有效监督来防止这种具有象征意义的企业社会责任报告。

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